NR 446 WEEK 7 EDAPT DEVELOPING SELF AND OTHERS
WEEK 7 EDAPT NR 446
DEVELOPING SELF AND OTHERS
Benner’s theory is one theoretical model to explain how one develops in the nursing
profession.
• Novice: A nurse ‘s first job, limited experience, inflexible, requires further professional
growth and development.
• Advanced Beginner: A nurse may have some clinical and management knowledge, but
the focus is on the rules and guidelines taught.
• Competent: A nurse can prioritize tasks by utilizing past experiences.
• Proficient: A nurse has a holistic understanding of the situation, which allows for better
decision-making.
• Expert: A nurse is confident and intuitive, having extensive knowledge of complex
situations.
Leadership Roles
Emphasize developing skills essential for evidence-based care, and role modeling lifelong
learning as a professional expectation.
Management Roles
Provide time off work for training and education, create possibilities for career progression, and
use transition-to-practice strategies to promote nurse satisfaction.
Who is responsible for developing nurses by providing time off for training and
education?
Managers (in a management role) are responsible for developing nurses by providing time
off for training and education. Leaders and leadership roles emphasize developing skills
essential for evidence-based care and role modeling lifelong learning as a professional
expectation.
Supervisors and physicians do not have this responsibility.
Benner’s Novice-to-Expert Framework
Novice
Example: A nurse manager is in their first management job with limited experience, lacks
flexibility, and needs further professional growth and development.
Advanced Beginner
Example: A nurse manager may have some management knowledge, but the focus of their
professional growth is on specific rules and guidelines that have been taught.
Competent
, NR 446 WEEK 7 EDAPT DEVELOPING SELF AND OTHERS
Example: A nurse manager can prioritize tasks by utilizing their past experiences.
Proficient
Example: A nurse manager has a holistic understanding of the situations, tasks, or teams
they manage, which allows for better decision making.
Expert
Example: A nurse manager is confident and intuitive, has extensive knowledge of complex
situations, and uses reflective management strategies to mitigate actual or potential
problems.
1. Novice: The nurse can complete simple tasks that are easily identified. They may
struggle with what is most relevant to meet client care needs.
2. Advanced Beginner: The nurse, with assistance, can prioritize client care needs
based on practice guidelines.
3. Competent: The nurse can organize and implement nursing interventions in an
efficient and organized manner.
4. Proficient: The nurse uses clinical judgment based on knowledge and prior care
experiences to see the whole clinical situation.
5. Expert: The nurse understands what needs to be accomplished in meeting client
care needs. The nurse also provides opportunities to share their skills and
knowledge to help others develop knowledge acquisition.
Who is responsible for developing nurses by providing time off for training and
education?
Managers (in a management role) are responsible for developing nurses by providing time
off for training and education. Leaders and leadership roles emphasize developing skills
essential for evidence-based care and role modeling lifelong learning as a professional
expectation.
Supervisors and physicians do not have this responsibility.
Question:
Developing yourself and others as nursing professionals is part of your professional
identity. Your values and ethics, knowledge, responsibility to lead, and professional role are
all parts of your professional identity.
Succession Planning:
To be successful, organizational leaders need to support and strategically align career
planning and the future development of new nurse leaders. This action also needs to be
backed by top-level management. Planning career development within an organization is
called succession planning.
, NR 446 WEEK 7 EDAPT DEVELOPING SELF AND OTHERS
Managers will assess nurses’ performance through evaluations, offering constructive
feedback on competency expectations. Performance evaluations are one means to
evaluate your knowledge, skills, and abilities and find those gaps where you may need
growth. Evaluations are also a means for you to self-assess and ask questions about how
you can better develop into your professional role.
Other organizational responsibilities in succession planning include, but are not limited to:
• Incorporating needs: Healthcare organizations aim to match job openings with
nurses’ talents.
• Disseminating career information: New jobs are posted by human resources on
job boards; however, they can be circulated by employee email and posted on
bulletin boards in units.
• Developing policies: Personnel organizational policies support an active career
development program and do not restrict moving positions within an organization.
• Offering education and training: Healthcare systems should offer opportunities to
learn about career development within the organization.
Self – Development:
In nursing, responsibilities for career development do not solely lie within the organization.
As nurses, we are also responsible for our career development. So, let’s think about the
nursing process as a means of meeting your actual or potential needs in career planning.
Here is a process to identify your needs:
1. Self-assess your interests, strengths, weaknesses, beliefs, and values. Even assess
opportunities outside of the organization.
2. Identify short and long-term goals, understanding they may change along the way
based on interests, strengths, etc. Remember to use SMART (Specific, Measurable,
Achievable, Relevant, Time-bound) goals.
3. Reflect on where you see yourself in the next few years.
4. Plan and develop strategies needed to help grow in knowledge and skills. This may
include obtaining additional continuing or higher education.
5. Implement your strategies.
6. Evaluate and reassess your overall plan at least twice a year and revise as you
continue to develop from novice to expert.
Transition to practice:
A developing nurse will transition from graduate to a new nurse. Multiple types of
transition-to-practice programs exist, and all are focused on helping students transition
from school to employment.
WEEK 7 EDAPT NR 446
DEVELOPING SELF AND OTHERS
Benner’s theory is one theoretical model to explain how one develops in the nursing
profession.
• Novice: A nurse ‘s first job, limited experience, inflexible, requires further professional
growth and development.
• Advanced Beginner: A nurse may have some clinical and management knowledge, but
the focus is on the rules and guidelines taught.
• Competent: A nurse can prioritize tasks by utilizing past experiences.
• Proficient: A nurse has a holistic understanding of the situation, which allows for better
decision-making.
• Expert: A nurse is confident and intuitive, having extensive knowledge of complex
situations.
Leadership Roles
Emphasize developing skills essential for evidence-based care, and role modeling lifelong
learning as a professional expectation.
Management Roles
Provide time off work for training and education, create possibilities for career progression, and
use transition-to-practice strategies to promote nurse satisfaction.
Who is responsible for developing nurses by providing time off for training and
education?
Managers (in a management role) are responsible for developing nurses by providing time
off for training and education. Leaders and leadership roles emphasize developing skills
essential for evidence-based care and role modeling lifelong learning as a professional
expectation.
Supervisors and physicians do not have this responsibility.
Benner’s Novice-to-Expert Framework
Novice
Example: A nurse manager is in their first management job with limited experience, lacks
flexibility, and needs further professional growth and development.
Advanced Beginner
Example: A nurse manager may have some management knowledge, but the focus of their
professional growth is on specific rules and guidelines that have been taught.
Competent
, NR 446 WEEK 7 EDAPT DEVELOPING SELF AND OTHERS
Example: A nurse manager can prioritize tasks by utilizing their past experiences.
Proficient
Example: A nurse manager has a holistic understanding of the situations, tasks, or teams
they manage, which allows for better decision making.
Expert
Example: A nurse manager is confident and intuitive, has extensive knowledge of complex
situations, and uses reflective management strategies to mitigate actual or potential
problems.
1. Novice: The nurse can complete simple tasks that are easily identified. They may
struggle with what is most relevant to meet client care needs.
2. Advanced Beginner: The nurse, with assistance, can prioritize client care needs
based on practice guidelines.
3. Competent: The nurse can organize and implement nursing interventions in an
efficient and organized manner.
4. Proficient: The nurse uses clinical judgment based on knowledge and prior care
experiences to see the whole clinical situation.
5. Expert: The nurse understands what needs to be accomplished in meeting client
care needs. The nurse also provides opportunities to share their skills and
knowledge to help others develop knowledge acquisition.
Who is responsible for developing nurses by providing time off for training and
education?
Managers (in a management role) are responsible for developing nurses by providing time
off for training and education. Leaders and leadership roles emphasize developing skills
essential for evidence-based care and role modeling lifelong learning as a professional
expectation.
Supervisors and physicians do not have this responsibility.
Question:
Developing yourself and others as nursing professionals is part of your professional
identity. Your values and ethics, knowledge, responsibility to lead, and professional role are
all parts of your professional identity.
Succession Planning:
To be successful, organizational leaders need to support and strategically align career
planning and the future development of new nurse leaders. This action also needs to be
backed by top-level management. Planning career development within an organization is
called succession planning.
, NR 446 WEEK 7 EDAPT DEVELOPING SELF AND OTHERS
Managers will assess nurses’ performance through evaluations, offering constructive
feedback on competency expectations. Performance evaluations are one means to
evaluate your knowledge, skills, and abilities and find those gaps where you may need
growth. Evaluations are also a means for you to self-assess and ask questions about how
you can better develop into your professional role.
Other organizational responsibilities in succession planning include, but are not limited to:
• Incorporating needs: Healthcare organizations aim to match job openings with
nurses’ talents.
• Disseminating career information: New jobs are posted by human resources on
job boards; however, they can be circulated by employee email and posted on
bulletin boards in units.
• Developing policies: Personnel organizational policies support an active career
development program and do not restrict moving positions within an organization.
• Offering education and training: Healthcare systems should offer opportunities to
learn about career development within the organization.
Self – Development:
In nursing, responsibilities for career development do not solely lie within the organization.
As nurses, we are also responsible for our career development. So, let’s think about the
nursing process as a means of meeting your actual or potential needs in career planning.
Here is a process to identify your needs:
1. Self-assess your interests, strengths, weaknesses, beliefs, and values. Even assess
opportunities outside of the organization.
2. Identify short and long-term goals, understanding they may change along the way
based on interests, strengths, etc. Remember to use SMART (Specific, Measurable,
Achievable, Relevant, Time-bound) goals.
3. Reflect on where you see yourself in the next few years.
4. Plan and develop strategies needed to help grow in knowledge and skills. This may
include obtaining additional continuing or higher education.
5. Implement your strategies.
6. Evaluate and reassess your overall plan at least twice a year and revise as you
continue to develop from novice to expert.
Transition to practice:
A developing nurse will transition from graduate to a new nurse. Multiple types of
transition-to-practice programs exist, and all are focused on helping students transition
from school to employment.
